Rev.io challenges the status quo. Through the years, we’ve done this by following our mission – to be the best billing and back-office software company in the world by providing innovative solutions and extraordinary service to our clients and end-users – and embodying our ACT TOP values.
At Rev.io, we’re committed to helping clients grow. For the last three years, our clients, aided by our billing system, have grown by more than double the industry average. To keep clients ahead of the changing market, we’re constantly evolving our platform and company.
In order to maintain excellent customer service, we’ve expanded our team each year. As our team grows, so does our commitment to our core values. Two years ago, our company established the Operational Leadership Team “OLT” – a group of Rev.io’s rising leaders – to strengthen our ACT TOP culture, collaborate cross-functionally to overcome challenges, and drive and execute strategic initiatives.
For any modern company, investing in the next generation of leaders is an investment in your company’s future. With a new year approaching, now is the perfect time to develop a plan for preparing and coaching your company’s rising individuals.
Here’s our “How To Develop Your Next Generation of Leaders” Q&A with Rev.io’s OLT:
1. How did the Senior leadership team (“SLT”) choose the individuals on the OLT?
“That’s a good question. I think they saw individuals on each team that showed leadership potential and could help create a stronger culture in the company. It was definitely important to choose a diverse set of individuals – we each bring a different set of strengths and weaknesses to the group.” – Seth Adkins
“Originally OLT members were chosen by the SLT, but that process has evolved since the group was created. In order to define what the OLT goals are and drive our focus, we’ve created a team expectations document. Expectations of each team member include embodying our ACT TOP values, having a positive attitude, demonstrating leadership qualities, and showing a desire to take on additional responsibilities. It’s important that we keep the group cross-functional, so we look for new team members that meet the OLT expectations and someone that can provide a new viewpoint or perspective.” – Olivia Sekerak
2. were you at all hesitant about joining the olt?
“I wasn’t at all because I’m looking for opportunities to grow and become a better leader. I knew it would be a lot more work and responsibility, but I was excited about taking on that challenge.” – Ryan Koontz
“No, not at all. I knew it would be a natural next step for where I wanted to go career-wise. Being on the OLT has given me additional responsibilities and requires us to work through challenges, but it’s been a welcome change and I think we’ve risen to the occasion.” – Mark Holloway
3. tell me a little bit about the disc assessment – did it have an impact on the team or helped you interact with other olt members?
“The DISC assessment helps identify how you work – it’s almost a work personality test. For me, it’s provided context when working with others, made it easier to address conflict and find better ways to collaborate with OLT members. Knowing my DISC profile and the profiles of other OLT members has made me more aware of my natural reactions and those of others, too.” – Catherine Johnson
“It really helped me understand my natural tendencies and also how I can work better with others.” – Leslie Ingram
4. how has being on the olt helped you grow in your career and as a leader at rev.io?
“Being in Sales, has helped me find ways to make a difference across the whole organization, rather than just being focused on bringing in new revenue. I have really enjoyed being involved in the initiatives and strategic goals for the company – I like helping drive Rev.io’s direction.” – Ryan Koontz
“I would say that it’s helped me reach out to other departments and be more involved with the company as a whole (and not just the Platform Team). It’s also given me a chance to understand the business better and learn more about our clients and their needs.” – Seth Adkins
5. In your eyes, what are the top 2 biggest accomplishments that the olt has played a role in over the last 2 years?
“Rebranding!!! The other item is that I think we became a voice for all employees. We all have strong relationships with different team members and through these relationships, we have a good idea of what goes on day to day. When something creeps up, it doesn’t have to grow into a problem. We know what’s going on and we can address any concerns or needs or make sure they get escalated when we cannot control or change a situation.” – Leslie Ingram
“One is the rebranding initiative. Rebranding a company is always a hard thing to do and we definitely had a big part in driving that change – both with clients and our team internally. The other one is something that we continue to do as an OLT team; we bring to light successes and challenges within the company and convey those to the SLT.” – Seth Adkins
6. do you think being on the olt gives you a greater sense of ownership or has made you more loyal to the company?
“Both. I feel more connected with the company than ever. I am very passionate about the company’s success and constantly find new ways to make a difference. I want people who come in and interview to be excited about working here – to see the culture, platform itself, and internal processes. We’re growing like crazy so we’re constantly trying to stay ahead of ourselves.” – Ryan Koontz
“Our company is super transparent – even outside of OLT – but it’s helped me build relationships with people in other departments. The OLT has also become a sounding board for me. When I’m dealing with an escalation or specific concern, I’ll bring it to the group and it’s great hearing different viewpoints on the issues we discuss.” – Mark Holloway
7. tell our readers about the training or coaching you’ve received while on the olt.
“The leadership and management training is one of the biggest benefits of being on the OLT. Our executives have brought in a team of outside leadership consultants to meet with us about once a quarter – it’s been a great opportunity for me to learn more about my personality type, the key characteristics of a successful team, and best tactics for resolving conflict and tackling challenges together. Beyond the leadership training, we’ve also participated in management training – I’m using these management principles almost daily now with my [marketing] team. And, lastly (but certainly not least), we’re also almost a trusted group of advisors for the SLT. The OLT acts as a liaison between the SLT and the company – that accessibility to our executives gives me more insight into the company, and that is definitely something I didn’t have before joining the OLT.” – Olivia Sekerak
“The DISC assessment was fantastic. Also working the the 5 Dysfunctions of a Team as a group and meeting regularly with a consultant to discuss the findings for our team. We are working through each item in the book and completing exercises to strengthen our team.” – Leslie Ingram
8. is there anything else that you’d like to share with other companies that are interested in developing their next generation of leaders?
“One area where Rev.io excels is in empowering younger team members. I think it’s really important to remember that age and experience aren’t necessarily a factor in leadership. People can demonstrate leadership principles at any stage of their career. I think it’s crucial for companies to NOT discount the ideas of younger employees, especially those looking to grow their team.” – Catherine Johnson
“You don’t have to be a leader to lead at Rev.io. One thing Rev.io does extremely well is empowering their employees. The natural leaders seem to organically take on more responsibility and eventually we all became “Team Leads.” I’ve worked in other companies where this mentality wasn’t present and I applaud Rev.io for building an environment that encourages young leaders.” – Mark Holloway
“I think it is essential to growing the next level of leaders and management in your organization. You are forced to handle difficult situations, work in a setting of peers outside of your functional area and build relationships with those team members to create a stronger organization. You learn how to share successes and challenges and work together to address those challenges. It creates a level of trusted team members that have relationships throughout the organization. You will have the pulse of the organization with this conduit in place.” – Leslie Ingram
If you’re a communications service provider interested in our telecommunications billing software or an IoT company looking for an IoT billing engine, contact Rev.io today – we’d love to show you a guided tour of our solutions. We’re helping service providers, like you, save time, reduce billing errors, and grow revenue fast.
Or, if you’re on the hunt for a new job opportunity and would like to join a leading B2B software company, you’ve come to the right place! Rev.io invests time and money into developing the future of the organization. Take a look at our page on Rev.io culture to learn more about the benefits of working here!